M. Rivlin 's Efforts Establishing The Congressional Budget Office

Since Congressional committees are ultimate decision makers, perceive that their staff individuals can have the critical impact over the course and content of legislation. Constituents are asked to keep up continuous contacts with these people, particularly subcommittee staff and the lawmakers' about particular authoritative helpers. These congressional meetings are very powerful because they also carry out legislations processes such as authorizing legislation, appropriation of bills, and entitlement legislation. Authorizing legislation is a bill that makes another government program, expands the life of a current program, or nullifications existing law. Approving bills generally set a point of confinement on the measure of assets that can

There is an intersection between career and political executives in the Federal government. As discussed in Chapter 2, career and noncareer senior executives are subject to the same executive core qualifications (ECQs) and performance criteria, even though some of them serve at the pleasure of the President. However, their respective spans of control and expectations associated with performance differ.

To sum things up – when it comes to the bureaucracy, some of the controls that the president has the authority to use are: appoint and remove agency heads, reorganize the bureaucracy, make changes in budget proposals, reduce an agency's budget, ignore initiatives from the bureaucracy, and issue executive orders. Nonetheless, even with all of the powers and controls that the president possesses, taking into account the sheer magnitude and breadth of the bureaucracy, having complete control over it is not even feasible. In addition, even though the president is delegated the responsibility of managing the bureaucracy, when throwing the influences of Congress,

Texas’ two-year budget takes roughly twice that quantity of time to prepare, develop and distribute. Offices develop their appropriations requests in the first year; the legislative body approves the “General Appropriation Act in the second year, and the budget implemented over the following two years.” The foremost step in preparing the budget is the evolution of a statewide vision for the future of Texas government. The regulator, in cooperation with the “Legislative Budget Board”, (LBB), handles making the mission statement for Texas.

What are the most important limitations on presidential control of the federal bureaucracy? What are the benefits and problems with granting federal bureaucrats discretion in the implementation

     The third factor that seems to have an influence on the operations of Congress is the public opinion. Logically, if the public thinks that a certain congressman doesn’t know how to do his job, then he won’t get elected. That’s why the public opinion has a major influence the operations of Congress because the public has say if that Congressman or Congressmen will get elected again.

The relationship between a governor and its elected or appointed bureaucrats are important for a state bureaucracy. It is very likely that most – if not, all bureaucracies share the common agreement: that the executive and legislative bodies must work together fairly with state agencies to reach their goal, which is to establish, control, and enforce certain policies that help create a perfect society. However, in the bureaucracy of the state of Texas, that goal seems to be unachievable. There are two articles that exploits the struggles between the state’s agencies and the state legislature. One explains the issue of budgetary powers for a Texas governor, and the other describes the frustration of authority between the Texas legislative lawmakers and one powerful state agency. There seems to be a fragmentation within the Texas bureaucracy, which can be rooted to the “Plural Executive” form of government that’s established in the state’s constitution, and the influence of interest groups on the state legislature.

Using the Office of Budget Management to analyze and make suggestions on the budget that can be used by the president to provide support or to take away support from certain agencies (Harrison 416-38).

shares both authority and responsibility for policy. Can you just imagine the way that congress

Kerwin also discusses strategies chosen by various Presidents, and Congressional members to control the rulemaking/policy making powers of various agencies. He discusses everything from writing extremely specific laws that limit the powers of the agencies so that they cannot stray from the path that Congress intends for them, to threatening to reduce agency budgets if they do not comply.

Secondly, members of a Congress have an Expertise of getting themselves re-elected. They need to know other things besides being a lawyer or just how to get re-elected. Congress creates agencies with a particular expertises or certain

about the fact that the budget committee was persuaded by Dobbs’s proposal. Here you have a team of

The third step to creating the federal government budget is the House and Senate Appropriations subcommittees "markup" appropriations bills. “The chair of each subcommittee writes a first draft of the subcommittee 's appropriations bill, abiding by the

Wood and Waterman’s 1991 article on the Bureaucracy attempted to change the view on Congressional and Executive control over the many different bureaucratic agencies. There have been many different views on who controls who and to what degree that control reaches, as well as different reasoning’s for the same view. Their question was what were the “causal mechanisms” that determined to what extent congress and the presidency controlled bureaucracies, and how effective were these mechanisms? After looking at years of data and research on the subject and seeing the differing opinions on both congressional control and presidential control they began to see that first and foremost, most studies were on one or the other. Very few looked at both Congress and the Executive and how they influenced the bureaucratic agencies. Another thing that they noticed was that there are a lot of limitations when it comes to analyzing the President, because by 1991, there had only been 41 Presidents. This makes finding data on the influence of the Presidency as a whole difficult, especially when all you have is data that could have more to do with individual Presidents than it does the influence of the position in general. It also, especially when you are looking for quantitative data, is restrictive to whatever time frame you want to look at for the data. Wood and Waterman noticed that almost all of the studies that were performed, the data they used was based on terms, which could be 2-4 years

Americans depend on government bureaucracies to accomplish most of what we expect from government, and we are oftentimes critical of a bureaucracy’s handling of its responsibilities. Bureaucracy is essential for carrying out the tasks of government. As government bureaucracies grew in the twentieth century, new management techniques sought to promote greater efficiency. The reorganization of the government to create the Department of Homeland Security and the Bush administration’s simultaneous push to contract out jobs to private employers raises the question as to whether the government or the private sector can best manage our national security. Ironically, the criticism of the bureaucracy may be a product